December 7, 2024 | International, C4ISR, Security
FSB spyware implanted on a detained programmer’s Android device reveals covert surveillance tactics.
https://thehackernews.com/2024/12/fsb-uses-trojan-app-to-monitor-russian.html
June 16, 2023 | International, Aerospace
Saab’s offer states that the company would carry out a major part of the work at its site in Bavaria, Germany, together with its artificial intelligence partner Helsing.
August 28, 2019 | International, Naval
AUSTAL Limited (ASX: ASB) is pleased to announce that the 11th Austal designed and built Expeditionary Fast Transport Vessel, the future USNS Puerto Rico (EPF 11), has successfully completed U.S. Navy Acceptance Trials. These trials, conducted in the Gulf of Mexico, were unique in that they integrated formal Builder's Trials with Acceptance Trials for the first time on an EPF vessel. By combining the two at-sea trials into one event, there are great efficiencies gained, enabling reduced costs and a shorter completion schedule. Austal CEO David Singleton congratulated Austal USA for achieving this critical program milestone. “The future USNS Puerto Rico successfully completed and passed all tests – a clean sweep – and returned from sea earlier than scheduled, a testament to the effort and expertise of Austal USA's professional shipbuilding team and the U.S. Navy's Board of Inspection and Survey (INSURV),” he said. “These trials involved the execution of intense, comprehensive testing by the Austal-led industry team while underway, which demonstrated to the U.S. Navy the successful operation of the ship's major systems and equipment. Sea trials are the last milestone before delivery of the ship. The future USNS Puerto Rico is scheduled for delivery to the U.S. Navy before the end of the year and is the eleventh Spearhead Class ship in Austal's 14-ship EPF portfolio. “The flexibility and versatility of the EPF is becoming increasingly evident. From serving as a mother ship to test unmanned aerial and undersea systems in the Atlantic to performing as command ships in Pacific Partnership 2019 (an exercise that includes more than 500 military and civilian personnel from more than 10 nations), the EPF fleet is proving to be a great asset to the future 355-ship US Navy,” Mr Singleton said. Austal's EPF program is mature with ten ships delivered and three more under construction in Mobile, Alabama, in addition to the future USS Puerto Rico. The Spearhead-class EPF is currently providing high-speed, high-payload transport capability to fleet and combatant commanders. The EPF's large, open mission deck and large habitability spaces provide the opportunity to conduct a wide range of missions from engagement and humanitarian assistance or disaster relief missions, to the possibility of supporting a range of future missions including special operations support, command and control, and medical support operations. With its ability to access austere and degraded ports with minimal external assistance, the EPF provides unique options to fleet and combatant commanders. In addition to the EPF program, Austal has also received contracts for 19 Independence-variant Littoral Combat Ships (LCS) for the U.S. Navy. Ten LCS have been delivered, five ships are in various stages of construction and four are yet to start construction. AUSTAL MEDIA CONTACT Contact: Gemma Whiting - Government Relations Mobile: +61 (0)408 982 727 Email: gemma.whiting@austal.com Website: www.austal.com ABOUT AUSTAL Austal is an Australian shipbuilder and global defence prime contractor which designs constructs and sustains some of the world's most advanced commercial and defence vessels. Austal successfully balances commercial and defence projects and celebrated 30 years of success in 2018. Austal has designed, constructed and delivered more than 300 commercial and defence vessels for more than 100 operators in 54 countries worldwide. Austal is Australia's largest defence exporter and the only ASX-listed shipbuilder. Austal has industry leading shipyards in Australia, the United States of America and Philippines and service centres worldwide. Austal delivers iconic monohull, catamaran and trimaran commercial vessel platforms – including the world's largest trimaran ferry and multiple defence programs such as the Littoral Combat Ship (LCS) and Expeditionary Fast Transport (EPF) for the United States Navy. Austal has grown to become the world's largest aluminium shipbuilder. FURTHER INFORMATION Contact: Austal Phone: 61 8 9410 1111 Fax: 61 8 9410 2564 Email: media@austal.com https://www.austal.com/news/epf-11-completes-acceptance-trials-us-navy
July 30, 2018 | International, C4ISR
By: Mike Gruss   The long-held thinking in Washington is that if the Department of Defense wants to stay ahead of its adversaries, it will need improved capabilities, many of which are being developed outside of the Beltway. To that end, Pentagon leaders launched the Defense Innovation Unit Experimental, commonly referred to in defense circles as DIUx, as a way to attract new companies into the fold and accelerate the pace of acquisition. In fall 2017, Secretary of Defense Jim Mattis visited the organization's headquarters and said its influence would grow. A few months later, DIUx's director, Raj Shah, left the organization for the private sector. Capt. Sean Heritage has served as the acting managing partner since then. Heritage spoke recently with C4ISRNET's Mike Gruss. C4ISRNET: What's the status of the DIUx reboot? CAPT. SEAN HERITAGE: The last two years have been largely focused on fielding capability across the department. We like to say we can solve problems faster, better, cheaper using commercial technologies with nontraditional companies that are out there. We've learned that we have some amazing talents on our team and rather than just defaulting to fielding capability, we are creating tailored solutions using organic expertise. We've been able to do this primarily in a suborganization we refer to as the Rogue Squadron — it works in the UAF, counter-unmanned aerial system world. We're sharing our lessons learned across the department. We're coaching people on how we do things so that they can emulate us. So, we'd like to think that if we are the only ones doing CSOs [commercial solutions openings] and OTAs [other transaction authorities], in our image a year or two from now, then we failed. C4ISRNET: How do you know this is working? HERITAGE: We know all our prototypes aren't going to transfer to production. Our target goal is between 40 to 60 percent success rate. The feeling is that if we are more successful than that, then we probably aren't being innovative or creative enough and assuming enough risk on behalf of the department. With regard to our creating line of effort, we're very proud of the [Air Operations Center] Pathfinder project. Kessel Run was a great example of fielding capability and then leveraging organic talent to create tailored solutions and transition to a program of record. Then the coaching effort, we're defining success by creating somebody in other organizations in our image every six months. C4ISRNET: On talent development, is part of that asking leaders to rethink how they're using their people or is it something else? HERITAGE: The best example would go back to Kessel Run. That really started with the Defense Innovation Board. We were able to help the Air Force explore the art of the possible, which made a compelling case for the DIB's original recommendation: you guys need software developers as a core skill at the unit level to solve these problems in real time. They like to use the example that Home Depot has 6,000 software developers to sell you hammers. You can say the same for any service. How many software developers do you have? Well, the answer is we don't know, because we don't have a specialty for software developers, but no doubt once you know people across your team, there are many very capable people who do software development on the side. How do you leverage that? How do you more deliberately recruit to that? And how do you develop them? C4ISRNET: What's one area where you guys have been able to say, “Without us, we're not sure this would've happened as fast?” HERITAGE: We are very proud of the work we are doing in the artificial intelligence world. So, we are doing some projects on predictive maintenance. Again, for the Air Force, focusing on the [E-3 Sentry airborne warning and control system] out of the gate. But it's scaling across other platforms. We're already able to deliver value by solving that problem, reducing unplanned maintenance. Another contract was let out that's scaling to the Army with their Bradley Fighting Vehicles. We are going to be doing predictive maintenance with them. Something that may be lost on many people is our involvement in the formulation of the JAIC, the Joint AI Center. That would not have happened without us, but, more specifically, that would not have happened if we weren't here in the Valley and had access to create relationships with some significant talent in the civilian world. C4ISRNET: I wanted to reframe what you were saying. If DIUx wasn't in existence, do you think that there wouldn't be the same level of talent? HERITAGE: The talent we are able to attract to our team, to work through any problems and inform strategic thinking, wouldn't have happened. What we have is very open-minded senior leaders who are yearning for diverse thinking. And, as a career military guy, it's not all that diverse. What we're able to do is reach into a talent pool that has lots of credibility and expertise that isn't resident in the department. C4ISRNET: What's something DIUx is doing now, that it wouldn't have done three years ago? HERITAGE: The biggest difference is the deliberate embracing of our role in creating solutions and scaling ... coaching. Those were things that DIUx didn't do in the past. We have much more support from across the department. We no longer need that direct cover of the Dep. Sec. Def as a direct report. The percentage of our team that is military is higher than at the beginning. That's not necessarily by design. We are attempting to recruit more individuals, commercial executives, to help coach us. We don't want to be a military organization that happens to be in Silicon Valley, Boston and Austin. We want to truly be representatives of the culture. C4ISRNET: You talked about that 40 to 60 percent goal. What are the other ways you measure success? HERITAGE: The first one is the number of customers within the department that are coming our way to ask us to help them solve problems using our relationships, authorities and methodologies. That's one metric and that number continues to go up. The other is the number of nontraditional companies who want to help solve problems. A commercial solutions opening is a honey-pot for all these creative companies to say, ‘Can I contribute?' The number of companies continues to go up. It was 40-plus on the last CSO. The record to date is over 70. Now we're in a position where we have to say no to projects. We're a little more selective. C4ISRNET: What is DIUx's role with AI? HERITAGE: A lot of folks claim to be able to contribute to the AI mission area. There are 593 initiatives across the department that claim to be AI. It's our ability and our connections with Project Maven that have afforded us the opportunity to influence the way ahead for the department and facilitate some conversions. Some of the work that we're able to do with these nontraditional companies is not only shaping understanding of the power of AI across the department, but it's focusing everybody as well. We're able to help make them a bigger part of the conversation or maybe inspire them to a bigger part of the conversation. C4ISRNET: How do you convince a company that working with the Pentagon is the right path, and it's not a quagmire like it has been at Google? HERITAGE: We don't spend time trying to convince companies to do or think anything. There are plenty of folks out here and elsewhere, who are passionate about contributing to the cause, and appreciate what they are learning just through having access to the data that we're able to provide them. But it's a challenging conversation to be a part of because we don't want to turn people off. We're here to provide people with opportunity. C4ISRNET: Where can you help the most in IT? HERITAGE: [Information technology] is an example of how a DoD organization can leverage technology and access to a network that is still secure, yet different than what the rest of the department is using. It's things that you probably take for granted. We have people come to our team for a short period of time, after a career within the department going, “Wow, look at how my productivity has changed since I've been here.” I have access to Slack and the G Suite and a whole host of other tools that are not allowed, and for good reason, on DoD networks. C4ISRNET: One concern is whether new vendors can provide overmatch. Is that the case? HERITAGE: We look at the companies to make sure they're going to be around long enough to provide this capability. When we talk about our responsibility to help navigate the “Valley of Death,” and make sure that these prototypes don't just die, these companies have to have legs underneath them and investors behind them to be viable down the road so that we don't spend our time developing a prototype that they won't be around to deliver. https://www.c4isrnet.com/thought-leadership/2018/07/27/rebuilding-it-better-stronger-faster/